ISO 10006 - Quality Management - Guidelines to Quality in Project Management recognizes that succesful project demand appropriate quality of both the project processes and project product. Detailed consideration of the quality of the project product is outside the scope of the guide, which focuses on the quality of the project management process. The guide does not identify specific techniques or develop much detail on how these areas should be managed and controlled. Ten project management processes are identified. These are related to the elements of the Guide to the Project Management Body of Knowledge (PMBOK®).
1. Strategic Process
These processes organize and manage realization of other processes, with focus on satisfying the stakeholder's requirements through a combination of processes and products to meet the project's objectives.
Strategic Process: setting the direction for the project and managing realization of the other project processes.
2. Interdependency Management
These processes recognize that an action in one area of the project will usually affect other areas. This is a wider concept than configuration management and involves balancing all decisions with the project's objectives. It covers the following areas:
Project initiation and project plan development - Evaluating customer and other stakeholder requirements, preparing a project plan and initiating other processes.
Interaction management - Managing interactions between the project processes.
Change management - Anticipating change and managing it across all processes.
Closure - Closing processes and obtaining feedback.
3. Scope related
Scope includes defining the high level concepts and a broad description of the project's product, its characteristics and how they are to be measured and assessed together with its breakdown into manageable activities and the control of those activities. This includes the following activities:
Concept development - Defining in broad outline what the project product will do.
Scope development and control - Documenting the product's characteristics in measurable terms, and controlling them.
Activity definition - Identifying and documenting activities and the steps required to achieve the project objectives.
Activity control - Controlling the actual work carried out in the project.
4. Time related
These processes include establishing dependencies and duration of all activities leading to developing the schedule, and controlling activities to achieve the completion date:
Activity dependency planning - Identifying interrelationship and the logical interactions and dependencies among project Activities.
Estimation of duration - Estimating the duration of each activity in connection with the specific conditions and the required resources.
Schedule development - Interrelating the project time objectives, activity dependencies and their durations as the framework for developing general and details schedules.
Schedule control - Controlling the realization of the project activities, to confirm the proposed schedule or to take adequate actions for recovering from delays.
5. Cost related
These processes aim to forecast and manage costs to ensure completion within budget by appropriate estimating, budgeting and cost control:
Cost estimation - Developing cost estimates for the project.
Budgeting - Using results from the estimates to produce the project budget.
Cost control - Controlling costs and deviations from the budget.
6. Resource related
The purpose of these processes is to plan and control resources. They help to identify what is required, for how long and where they fit within the project schedule. Actual use compared against planned use is a significant part of project control.
Resource planning - Identifying, estimating, scheduling and allocating all resources.
Resource control - Comparing actual usage against resource plans and taking action if needed.
7. Personnel related
People determine the quality and success of the project. These processes aim to create an environment in which people contribute effectively and efficiently to the project through appropriate organizational structures, staff allocation and team development.
Organizational structure definition - Defining a project organizational structure tailored to suit the project needs, including identifying roles in the project and defining authority and responsibility.
Staff allocation - Selecting and assigning sufficient personnel with appropriate competence to suit the project needs.
Team development - Developing individual and team skills and ability to enhance project performance.
8. Communication related
These processes aim to facilitate the exchange of all project information, covering its generation, collection, dissemination, storage and ultimate disposition.
Communication planning - Planning the information and communication systems of the project.
Information management - Making necessary information available to project organization members and other stakeholders.
Communication control - Controlling communication in accordance with the planned communication system.
9. Risk related
Risks are related to uncertainties throughout the project and may affect the project processes or the project product. These processes aim to minimize the impact of potential negative events and take full advantage of any opportunities for improvement. Processes should exist to identify, assess, develop responses and control all risks.
Risk identification - Determining risks in the project
Risk estimation - Evaluating the probability of occurrence of risk events and the impact of risk events on the project.
Risk response development - Developing plans for responding to risk.
Risk control - Implementing and updating the risk plans.
10. Purchasing related
These processes deal with the purchase, acquisition or procurement of products obtained for the project. They include definition of requirements, contractor analysis, tendering procedures and the contract control.
Purchasing planning and control - Identifying and controlling what is to be purchased and when.
Documentation of requirements - Compiling commercial conditions and technical requirements.
Evaluation of subcontractors - Evaluating and determining which subcontractors should be invited to supply products.
Subcontracting - Issuing invitations to tender, tender evaluation, negotiation, preparation and placing of the subcontract.
Contract control - Ensuring that subcontractors' performance meets contractual requirements.
Conclusion
The guide is explicit on what should be considered in ensuring that the project management covers the appropriate issues.
It does not differentiate between simple and complex projects. The guide focuses on the standard of management of the project and does not cover the "doing" of the activities necessary to complete the project.
ISO 10006 provides a comprehensive checklist to ensure all elements of the project are managed in a way that is compatible with the corporate quality management systems and at the appropriate level of detail for the specific project.
Table of Contents
ISO 10006 - Quality Management - Guidelines to Quality in Project Management recognizes that succesful project demand appropriate quality of both the project processes and project product. Detailed consideration of the quality of the project product is outside the scope of the guide, which focuses on the quality of the project management process. The guide does not identify specific techniques or develop much detail on how these areas should be managed and controlled. Ten project management processes are identified. These are related to the elements of the Guide to the Project Management Body of Knowledge (PMBOK®).
1. Strategic Process
These processes organize and manage realization of other processes, with focus on satisfying the stakeholder's requirements through a combination of processes and products to meet the project's objectives.
2. Interdependency Management
These processes recognize that an action in one area of the project will usually affect other areas. This is a wider concept than configuration management and involves balancing all decisions with the project's objectives. It covers the following areas:
3. Scope related
Scope includes defining the high level concepts and a broad description of the project's product, its characteristics and how they are to be measured and assessed together with its breakdown into manageable activities and the control of those activities. This includes the following activities:
4. Time related
These processes include establishing dependencies and duration of all activities leading to developing the schedule, and controlling activities to achieve the completion date:
5. Cost related
These processes aim to forecast and manage costs to ensure completion within budget by appropriate estimating, budgeting and cost control:
6. Resource related
The purpose of these processes is to plan and control resources. They help to identify what is required, for how long and where they fit within the project schedule. Actual use compared against planned use is a significant part of project control.
7. Personnel related
People determine the quality and success of the project. These processes aim to create an environment in which people contribute effectively and efficiently to the project through appropriate organizational structures, staff allocation and team development.
8. Communication related
These processes aim to facilitate the exchange of all project information, covering its generation, collection, dissemination, storage and ultimate disposition.
9. Risk related
Risks are related to uncertainties throughout the project and may affect the project processes or the project product. These processes aim to minimize the impact of potential negative events and take full advantage of any opportunities for improvement. Processes should exist to identify, assess, develop responses and control all risks.
10. Purchasing related
These processes deal with the purchase, acquisition or procurement of products obtained for the project. They include definition of requirements, contractor analysis, tendering procedures and the contract control.
Conclusion
The guide is explicit on what should be considered in ensuring that the project management covers the appropriate issues.
It does not differentiate between simple and complex projects. The guide focuses on the standard of management of the project and does not cover the "doing" of the activities necessary to complete the project.
ISO 10006 provides a comprehensive checklist to ensure all elements of the project are managed in a way that is compatible with the corporate quality management systems and at the appropriate level of detail for the specific project.
References
http://en.wikipedia.org/wiki/ISO_10006
http://industrialengineering.persiangig.com/document/ISO10006-2003.pdf